Performance Management Company Blog

Ideas on People and Performance, Team Building, Motivation and Innovation

A Short Post on Human Resources and Livable Wages

My focus for the past 40 years has been on people and performance, often with productivity and quality as primary themes. So, I was interested to see a current situation that somewhat captures a variety of issues into one scenario. Maybe we can learn something about this as we move forward. I hope so…

The basic question might be framed as:

Should we be forcing sick people to work?

This happens all the time, but this might be the capstone for making changes in how the food industry works, with implications for every employer.

Chipotle Stock Prices

Chipotle has seen its stock dive from $750 a share to around 410 over the past three months, mostly because of an outbreak of illnesses associated with its restaurants but somewhat because how the situation was handled by the management team. Sure, food can be contaminated but the CDC found that sick workers caused the outbreaks in Simi Valley CA sickening 234 people and the outbreak in Boston that sickened 151. (Resource    Resource)  – This was found to be a norovirus, one that can come from people who do not wash their hands or who are sick but who come into work — and it is from these sick people that the virus spread to their customers, not from the sources of their food.

A couple of other outbreaks had “unknown causes,” while only the one  in Minnesota could be tied to food contamination: tomatoes and salmonella.

When you pay people survival wages that force them to have to work their hours to pay their bills (and you do not offer paid sick days), you can pretty much expect sick people to show up for work regardless of how they feel. Their illnesses can make their c0-workers sick but they can even sicken your customers. Generally, you will not see the impacts directly, but they can show up in the food industry if the illness is significant and severe.

Sales at Chipotle have dropped 30% in December and the brand’s “premium food” cache may be permanently damaged. Their “food with integrity” reputation has been visibly harmed and their premium prices will take a hit, decreasing their profit margins. Allowing sick people to work has been a huge and costly mistake for them.

A better policy around their human resource management might have been a better decision than this present and truly awful situation where the senior officers of the company are also facing shareholder lawsuits for their actions. That is not to mention that they made hundreds of people sick, costing them and their employers money.

And the ironies can be amazing. CVS Health — their Employer Summary on their website says: “When you join CVS Health, you join a company that cares about your financial and physical health. We provide a comprehensive, market-competitive compensation and benefits package that suits a variety of personal needs and goals.” – but they apparently do not offer sick days to their mostly part-time employee work base, not an uncommon behavior in the industry.

And it is the retail healthcare industry generally tries to avoid providing health care to its people by holding employment hours below 30 for the vast majority of its workers.

It is a complicated world, but I remain convinced that doing more for your worker team has positive short-term and long-term impacts on your business. It will be interesting to see the long-term impacts of the push to raise the minimum wage to $15 or more.

For the FUN of It!

Dr. Scott Simmerman is a designer of team building games Scott small picand organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on themes of People and Performance is here.

 

Optimal Debriefing of Experiential Learning and Team Building

More than 20 years of working with organizational performance improvement and team building and experiential learning has taught me a few things, I think. So, I wanted to share some reflections around how to optimize the impacts on individual and group learning.

There has always been a discussion in the experiential learning literature about the need for focused debriefing versus the inherent learning that naturally occurs. After all, how much time needs to be spent talking about the obvious?

One might think that the experience itself would be sufficient for learning to occur and that no debriefing is necessary since the key learning points are all so obvious. The other perspective is that a focused discussion and reflection are paramount for learning to occur.

Overall, I think that the key is BALANCE. Key learning points should be discussed, with the reality that some people will learn more than others and that individuals within a group will each see different things, depending on their perspectives and experiences. But spending too much time in too much detail will dull the brain and cause a loss of interest and engagement.

I take the position that individual reflection and group discussion are integral to understanding from any event and especially for building a shared commitment to doing things more better faster
(or at least differently than before!).

Learning can occur within an individual simply as a result of some experience. But I also think that reflection and discussion generate much richer learning.

As an example, let me use my Square Wheels® illustration as an example. One person looking at the illustration may come up with 2 or 3 insights as to possible meanings, where another might find 10 to 15 learning points. Commonly, a group of people feeding off each others’ ideas and comments can readily identify 30 or more key points.  And, they will have more fun doing it.

How things work in most organizations = Square Wheels images LEGO

So, reflection and some discussion DO generate a richer learning environment and one that is more likely to generate some impetus for change.

My personal belief is that an exercise like Lost Dutchman is an excuse to do the debriefing and that the exercise is merely the platform for the group learning that will occur.

The authors of “The Annual Handbook for Group Facilitators” (Pfieffer and Jones, 1983) felt that it was “axiomatic” that the processing of the experiential learning program “are even more important than the experiencing phase”. These authors even urged facilitators to take care that the activity “does not generate excess data”. Rappelling a mountainside or descending whitewater in a raft with 5 others would be the kind of experiences which would “generate excess data.”  Too much, in fact, to capture and categorize, and not much real learning would occur.

Experiential exercises offer the benefit of links to preferred information gathering and decision-making styles.  It can match with the kinesthetic, visual and auditory learning styles and confirming systems.  The various roles can also benefit when a team applies the different thinking styles to the information processing and risk-taking situations.

So, one of the benefits of an exercise like Lost Dutchman is the clean design and straightforward metaphors that allow for a relatively structured debriefing of individual and group experiences.  In all of our game designs, we pay attention to business issues and opportunities and thus structure our suggested debriefing approach to allow groups to focus on realities of the workplace as well as the applications for the future. The themes and relevance are designed to be obvious.

collaboration generates optimal results in Lost Dutchman

At the same time, shared experiences also allow the facilitator to link the program to their existing and preferred tools. Should someone be using DISC, for example, they might use the game at the start as a tool to set the stage for a discussion of possible styles or at the end to test out applications of others preferred styles toward themes of teamwork and problem solving.

If people are focused on strategy implementation, they can use the issues about confusion regarding the overall goals of the exercise – “to mine as much gold as we can” in the case of Dutchman — to discuss the reality that choosing to compete will sub-optimize overall group results, the main cause of why “interdepartmental collaboration” is an oxymoron in most organizations. The game experience helps link the choice in the game to the reality of workplace choices, helping to define what could be done differently.

a user testimonial about team building exercise

By taking the time to debrief the program, you gain the benefit of group perspective and individual learning. What you got from the game is thus less likely to be lost among the informational noise and data. And a team focused on how they handled risk, for example, will most certainly generate different insights than simple reflection by an individual; the nature of the discussion and the different viewpoints will allow more objectivity and perspective.

Years ago, I jumped a 130-meter bungee jump in New Zealand, the Nevis. It was risk-taking in some ways. But a failure to debrief on decision making and perceptions of safety and other issues did not occur and there was not a lot of learning that occurred, in reality. I see this same kind of thing in the actual learning from a lot of different outdoor adventure activities – learning will come from the debriefing and reflection and not simply from the experience itself.

picture by Robert Young

It is when the activity and its review are combined, facilitated and discussed among teams that the real benefit of the event occurs – the learning that occurs with possibilities for personal and social development. Future-pacing possible outcomes is also beneficial.

Dutchman creates a learning event which includes some interdependent elements:

  • new and challenging collaborative decision-making
  • new group team building events and
  • various learning modes related to decisions
  • various information processing needs

The challenge is to discover ways of merging these learning elements into real individual and organizational improvement. In the short term, a single element may dominate the experience, but ultimately this dynamic form of learning depends on the harnessing and intermixing of these many elements and learning that come from reflection and discussion.

I hope that this is helpful and that you can apply it to your own learning and development events for building teamwork and improving people and performance,

For the FUN of It!

Dr. Scott Simmerman is a designer of team building games Scott small picand organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on themes of People and Performance is here.

Square Wheels® is a registered trademark of Performance Management Company
LEGO® is a trademark of The LEGO Group

 

Improving Engagement and Workplace Efficiency to Motivate Performance

In today’s workplace, we are asking for more better faster results from our people yet often not doing what we might to optimize engagement — we tend to be doing things TO people rather than WITH them, an approach that often generates resistance. Pushing generates push-back. And, it is common that when we are asking for changes, we are often adding more tasks and responsibilities to people who already have plenty of responsibilities and tasks. So, doesn’t it make sense that we look for things we can choose to eliminate and do it in a way that motivates?

Who out there among us does not have too many meetings or too much “paperwork?” And you can find lots of examples online of ways to decrease meeting time and make them more effective.

Logically, we can improve morale and motivation by doing a bit of best practice management and workplace simplification along with improving engagement. It is often simply a matter of keeping things in balance.

Balance Easy Peasy poem

From workshops and performance improvement programs, we all know that there are some good ideas in your workplace about how to make lemonade out of lemons. Top performers know how we can improve effectiveness and impact and improve organizational effectiveness since they are already doing things differently. It is not about inventing new solutions but about understanding the issues and the opportunities.

Here are a couple of ideas from my experiences on organizational improvement that you might adapt to your own purposes. Let me start with an example from my own experience; while the details would be different today, the overall situation should be familiar to a lot of us.

1 – Accountability and Priorities

Working in an organization as the top operations guy with a very supportive new president, we focused on improving organizational results by focusing on people and performance. We had 126 retail stores with all sorts of problems and a horrible overall culture under the deceased former owner — one indicator was that our store manager turnover was more than 250%! We had inventory problems, service quality issues, bad morale, high “inventory loss” problems, etc.

In talking with my store managers, it was clear that they felt overburdened with things. They received WAY too many forms and “immediate priorities” from the corporate staff. They were focused on paperwork a lot more than actual store results. They did not even know if their stores were profitable (and many of them were not, for a variety of reasons.

As Senior VP Operations, my first priority was to improve operational effectiveness and I saw our very young group of 13 District Managers as our leverage point — the challenge was to make them effective. The first thing was to change their perceived role as forensic accountants into performance facilitators and coaches.

Lou started with a clandestine investigation — he started collecting every single bit of information sent from the departments to the stores, filing it by Department and by Day. Two binders quickly filled up and we saw that there were inches of paper going to stores every week, each having something or other to do with operations. But if everything is important, than nothing is important.

This data collection got us a strong grip on the amount of paperwork sent each day to our stores and the nature of corporate demands being made of our store managers for reports, etc. Few people really understood how many things a manager had to read and do.

The resulting “All Department Head Meeting” that Lou directed was “most interesting.” This was the first time that anyone saw how much stuff we actually sent out to managers — it was literally inches every week. Some was simply “policy information to read” from personnel or marketing. Some was requesting information of one kind or another, and always under “need it now” deadlines. Some were sent to all stores asking that only some stores respond. Anyone at corporate could type something up and send it to EVERY store.

Our product group might send out a half-inch of paper a day — some was industry news and what’s hot kind of stuff. It was eye-opening how many of these missives were three or four pages long.

New Policy: One Page Memos, tightly written:

Things sent out needed specific reasons for being sent and people not needing information were not to get lazily copied. Random document reviews kept the focus and prevented slippage. If the memo needed more than one page, it required special senior management approval to send (there were few of those, as a result!).

The impact was amazing and virtually overnight. Stores were being unburdened by “things to do and stuff to read stuff” and managers could now find time to actually look at what was happening, manage store inventories, train new hires on best practices, and actually focus on customers! Manager morale went up immediately!

Note: This obviously occurred BEFORE today’s email systems were established and, in today’s world, the onslaught of being overly burdened with too much email happens all of the time. Therefore, whether it was paperwork needing attended then or email needing to be read and responded to today, it can all be better managed and the volume turned down.

Suggestion: Do some MBWA and have some simple and direct conversations with your staff about what kinds of things distract them from accomplishing their jobs, their MAIN jobs. Minimize distractions and allow focus on primary issues and opportunities. Clarify the vision and generate alignment.

2 – Responsibility

Team building with the top management group of a manufacturing operation in Texas, we asked Department Head staff what kinds of things prevented them from doing their jobs most effectively. A bunch of things were discussed, with some Best Practice solutions offered by their associates. Many of them were unintentional inter-departmental kinds of collaboration issues that one normally sees.

The most interesting were the external influences.

A year before, their operation had been acquired in a merger and there were new “executives back in Cleveland” who were asking for things. A Department Head might get a memo asking them to complete some data analysis within three days, for example, some unexpected thing that required a scramble to get done and distract that manager from the job at hand.

With the Plant Manager listening, the complaints about this kind of thing were from most of his staff. So, he made a pretty surprising policy decision. From that point on, any request from Corporate that was not an obvious priority or that was not aligned with the plant’s goal of Producing Product was secondary to plant operations and could be ignored or rejected.

If a corporate person justified the importance of the request and gave a reasonable deadline that did not interfere, fine well and good. But any “stupid request” should be forwarded to the Plant Manager and tabled. After all, the goal was production and not production of paperwork! The operation was accountable for results, not reports! The Plant Manager said that he would handle the politics and that Corporate would need to develop relationships with the Department Heads to build some teamwork to get some of their requests handled.

A year later, I checked back and this change actually worked extremely well, helping to realign priorities. Requests for information could get answered, but only if there was a reasonable timeline and some rationale for it. If they were just “making some report” and the information would interfere with production, they needed to do more than send some letter. The Plant Manager, after all, was responsible for generating operating profitability and not “reports for some clerk,” as he put it!

Suggestion: Look closely at what Staff requests or requires from Operations and be sure that there is an alignment to the Mission and Goals for all of that. Staff needs to support Operations and not vice versa.

Square Wheels Toolkits are a simple and effective way to generate discussions on what things are not working smoothly and what ideas exist that could make improvements in the journey forward. Check out our performance improvement support products on the website and sign up to receive the blog posts at the right.

Most of all, have some FUN out there!

Scott small picDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant. 
Connect with Scott on Google+

You can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: http://pinterest.com/scottsimmerman/

Collaboration – Abstracts of Blog Posts of Scott Simmerman

Collaboration offers big benefits to organizations. It directly impacts motivation and engagement and innovation. Yet teams will often not collaborate, and often simply because they choose not to. The reality (and most people’s experience) shows there is more competition than collaboration in most organizations, which is a double edge sword.

What I wanted to do herein is share some of my thinking about these issues, to share a resource to stimulate your choices about these issues. My tools address these opportunities for improvement pretty elegantly.

Why do teams compete? Collaboration offers more positive benefits?

People continually make choices, selecting responses from their existing set of “behavioral alternatives” and often simply choosing to do what they have done before. The book, Thinking, Fast and Slow” by Daniel Kahneman does an excellent job of sharing the research on decision making and thinking and I expand on his thoughts in this blog.

This post focuses on some common reasons why teams compete and frames up some of the key learning points derived from session debriefings of our teambuilding simulation, The Search for The Lost Dutchman’s Gold Mine. We find that a better understanding about their choice and choices, generated from their own behavior, generates powerful impetus to make changes in how things work.

Sabotage, Defense, Engagement and Workplace Collaboration

Disengagement is but one of the stages of disgruntled employee attitudes, and active disengagement can often generate actual workplace sabotage. This can manifest in a variety of ways, from encouraging other people to mis-align with corporate values to actual adversarial behavior. It can generate work slowdowns, increase sick days or even sick-outs, theft, poor customer service and other negatives. Some general frameworks for solving these issues are discussed.

Interdepartmental Collaboration’s Vital Link to Organizational Profitability

This overviews and connects to an article I published in HR Management Magazine that frames up issues of interdepartmental collaboration and the impacts on organizations. You can download and distribute the article, if that is of interest.

Collaboration and Teamwork and dealing with Mud

I use the metaphor of mud in both my Square Wheels toolkits as well as my Lost Dutchman team building game. Mud is the glop that most workers and most managers need to get a grip on, since it generally appears everywhere and it tends to simply bog you down and make even simple things more difficult. Some managers are better “mud managers” than others simply because they choose to do things differently. These best practices can be shared.

On Collaboration and Decision-Making

This focuses on the general idea of US and THEM, and that the reality is that they are us! It shares some simple thoughts on alignment and the benefits of having a diversity of opinion on things. The reality is that ALL of us know more than ANY of us and that collaboration greatly benefits the quality of our decision making. Involvement also generates ownership, which is important to implementation.

For the FUN of It!

Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+

You can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on themes of People and Performance is here.

Square Wheels® is a registered trademark of Performance Management Company

Facilitation and Motivation – Ideas for workplace improvement

Overall, fear of public speaking remains America’s biggest phobia – 25% say they fear speaking in front of a crowd.

Clowns (8% feared) are officially scarier than ghosts (7%), but zombies are scarier than both (9%). Funny, eh? But Democrats are nearly twice as likely as Republicans to have a fear of clowns, which might explain some of the interesting political events we find today (2015). (Chapman University survey)

Watching workers for 50 years and trying to get a grip on the issues of engagement and motivation lead me to this conclusion:

Fear, the mindkilleris a real fear in workplaces, and probably impacts people and performance.

What we often do is promote that good worker into a Supervisor, because of their technical knowledge and their tendency to get things done. But are these new leader / managers actually good at involving and engaging their people for continued workplace improvement? Or are they just trying to keep things moving forward and more pressured to do things themselves? Do we actually give them training and development support to impact their leadership behavior?

Let’s also add in some additional leadership fears such as fear of loss of control and fear of not having the best ideas and all that other “am I worthy of this” personal competency thoughts and we can readily generate a list of reasons why so many managers simply find it hard to:

Ask for Ideas

for ideas.

It really is understandable. There are a lot of common fears about leading and involving and engaging and asking might indicate that you do not know…

At the same time, it is my consistent discovery that so many workplaces tend to look something like this: Square Wheels One LEGO MAIN ©

The people are working hard, pushing and pulling their wagons, but it is the same thing, day after day and week after week. No wonder that Sirota Research found that 85% of new hires saying that their morale declined significantly after spending 6 months in their job and that employee engagement remains so poor (Gallup, Mercer, and others).

We are apparently not doing a lot of asking
and probably doing a lot more telling!

My guess is that the reality of how organizations are working is not so much like that shown in the above illustration but seemingly more like what we share in the one below:

Those who do have Those who lead missSo, what is really so hard about facilitating a group discussion? Not a whole lot, actually, speaking as someone who was a Certified Professional Facilitator (CPF) by the International Association of Facilitators and who has been leading organizational improvement workshops teaching simple facilitation ideas since 1978. Really, it is really simple, really. Seriously, it is really really simple:

  • Share an illustration with them that has printed on it, “How might this illustration represent how organizations really work?” And let them think about it and then discuss it in small groups.
  • Ask them to share their ideas and let them think, share and work.
  • Ask them to share how some of those same ideas might represent how things work in their work initiatives.
  • Ask them what we might try to do differently and if anyone is already doing something differently than everyone else.
  • Ask them if they could try to implement a change in how they do things or to recommend something that you might change to make things work better.

That, in a nutshell, is motivational engagement facilitation.

You can read lots more about facilitation, engagement and intrinsic motivation in my blog posts, since I often talk about these issues and opportunities as being straightforward. You can also read about Russian Poets and nutshells and Hamlet, if you want, since all this stuff does connect to motivating people and improving how things work. And, you can find a simple, free guide to facilitation by clicking below:

Elegant SolutionsFacilitating Engagement – an overview

The simple reality is that the Round Wheels already exist in wagons everywhere, but our people are seemingly too busy to stop and step back and identify issues and opportunities that are really visible and often relatively easy to fix. You can make that happen!

So here is some really simple advice for supervisors and facilitators:

Square Wheels One - Things I need to do more celebrate 100

square wheels poem by Scott Simmerman

For the FUN of It!

Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on themes of People and Performance is here.

Square Wheels® is a registered trademark of Performance Management Company
LEGO® is a trademark of The LEGO Group

Holiday Teambuilding Meeting Thoughts and Ideas

Rethinking Your Company’s Holiday Celebration Event – Thoughts and Ideas for Maximizing Impact

As the holiday season is fast approaching. many organizations are into their planning for their holiday parties and meetings — sometimes with the hope of improving communications and collaboration and maybe having a bit of fun at company expense. And why not, since people do need to come together to improve working relationships and since the daily workplace these days offers so few “water cooler conversations” and a lot more of the less personal “emails across the cubicle” kinds of connecting.

Two relationship things also stand out insofar as impacts on business results:

  • According to Towers Watson, highly-engaged companies have 44% higher operating margins. This probably comes as no surprise, since people who feel connect act more connected. We all know engagement is good for the bottom line.
  • Sirota’s ongoing research continues to positively confirm that the biggest single influence on employee attitudes is the behavior of their immediate manager. Improving that relationship is critical to build alignment and rapport.

So, doing something to build relationships is important in addition to fun. And if you have not held a holiday event for economic reasons, maybe this is a good time to consider doing something that has business improvement impacts along with other positive impacts on people and performance. For some workers and managers, such a business training event will be something new and for others, a reminder of how things could be if we all focused on those shared goals and desired outcomes. Show them that you are committed to improvement by hosting a performance improvement event.

The big question for executives is this: How can you focus on impacting engagement, collaboration and teamwork and improving communications in a cost-effective and impactful way, one that makes business sense?

These will not happen simply because people share food at a pot luck. They come in, get food, eat, and then often walk away.You can expect things to actually look something like this:

Results don't chahge with dinners

And, people will also tend to hang with their friends instead of make better connections with other people elsewhere in the organization. Can I hear you say, “boring?” Or at least un-impactful…

One key is to “play with performance” and generate some common thoughts and feelings about the workplace and possibilities for improvement.

There are any number of ways organizations approach this opportunity to bring employees together. Money is spent entertaining people most often through food and social festivities that not everyone approaches with a positive attitude. Be it a gathering around a sporting event or other entertaining activity, a casually catered party, an employee pot-luck feast or even a more formal after-work affair, the end result is that the typical get-together so often flows into the same people who normally talk with each other generally grouping together causing little real inter-organizational interaction or kinds of discussions. And, you can pretty much guarantee that not much real impact will occur insofar as changes in behavior or improvements in any kind of results.

As a Christmas gift, why not do an effective team development exercise, one designed to identify areas where people feel the organization is competitive and not collaborative and one designed to produce alternative choices and increased engagement in your shared mission and goals? Invest in a fun learning event designed for workplace improvement. Your people will sincerely appreciate having the chance to talk about issues and opportunities and implement changes in how things get done.

Lost Dutchman's Gold Mine teambuilding

Our Lost Dutchman’s Gold Mine exercise is ideal as an overall energizer that not only allows people time to enjoy some fun and camaraderie but elegantly sets up a superb learning event. The play of the game culminates with a powerful debriefing, linking game behavior to workplace issues and can focus on outcomes specific to your own organization.

If cost is an issue, you can relax knowing that Dutchman is one of the best values out there as far as cost per participant. You have options available that include either purchasing the game (at a one-time cost) or renting the game. The decision is yours to make and you also receive a satisfaction guarantee or your money back.

The Search for The Lost Dutchman’s Gold Mine is a full-blown, extensively supported team building exercise / simulation, one that generates a great deal of fun and collaboration but that also serves as a framework to discuss business improvement ideas. It is easy to learn how to deliver, with a couple of hours of preparation time required and any amount of support available from me, the program designer and developer. You can schedule this event the same day as your office party, using it as a ramp-up energizing activity.

Dutchman is ideal as part of your company’s holiday celebration because it:

  • Brings employees together in a way that strengthens camaraderie, provides a fun and unique experience, and leaves people feeling optimistic about their workplace.
  • Gives something back to the organization through Dutchman’s highly acclaimed Debriefing discussions and focus on collaboration and improving organizational performance.
  • Is inexpensive! Simply rent the game and receive all the instructions, materials and support needed for any number of people. Check here to find out the cost of renting for your group size. Purchasing Dutchman is also an option.
  • Creates a fun Southwestern theme that can also be applied to your festivities through both food and decor. For instance, a barbecue luncheon or Southwestern dinner menu with decorations to match.

You’ll have the success of a globally-appreciated exercise with your
satisfaction guaranteed!

And there are no issues with timeliness, as in, “Can we do the game this year?” It takes a couple of hours of preparation time, even for a large group. All you need is a venue that will allow for tables of 5 to 6 people each and a projection screen. We can send the complete, packaged exercise (including accessories) and we can coach you in design and delivery, including your focus on achieving your specific desired impacts and outcomes.

If you have questions about how this might work, please give me a call and I would love to understand your issues and desired outcomes and talk about whether the exercise would be a good fit. We get rave reviews from users and have been selling and supporting this program for more than 20 years in all kinds of organizations, worldwide.

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on themes of People and Performance is here.

Dr. Scott Simmerman is a Certified Professional Facilitator (IAF) and a Certified Professional Trainer (IAPPD) and he has been supporting the exercise since it was developed back in 1993. Rest assured that you can do this!

 

Robots and Work – Where will you fit in?

Square Wheels theme of Scott Simmerman

If you have not read the thoughts of Geoff Colvin on the rapid rise of workplace robotics and the impacts on people and jobs, you need to. Fortune magazine had a nicely done adaptation from his book, Humans are Underrated, and the information is really thought-provoking.

And here is another good article about robots and jobs you might find interesting.

Robots are taking over. At a lunch social get-together recently, a woman introduced herself and talked about finishing school and working as a pharmacist at one of the Walmart stores. Good job and apparently reasonably well-paying. But as we discussed what her work actually entailed, she was essentially counting pills and putting them in bottles labeled by the computer. And while she said that her special competencies included being able to talk about the medication and its interactions with other drugs, all I could think of was the way my Medicare Drug Plan fulfillment company did all that with an automated phone call and a computer printout showing the specifics of my simple prescription.

Remember the show Jeopardy and the IBM Watson computer back in 2011? That amazing artificial intelligence is now being packaged and sold to medical organizations because the intelligent system can scan the millions of published articles and databases and do a lot better intuitive investigative work on diagnosis than any team of physicians could possibly do. Computers are now complex thinking machines — even Siri on my iPhone is pretty amazing at intuiting and then learning the kinds of questions I ask and the information I need, getting better and better over time as it learns.

This trend toward “artificial intelligence” is both exponential in nature as well as inexorable. Many of the “sports stories” we read online are done by computers taking information and generating the article — there are no humans involved other than in some of the data collection.

I took two MOOCs, one on designing online learning courses using Moodle and one on blended learning techniques. Basically, I am learning to teach over computer rather than doing it in the classroom, and many of my training materials will be delivered in an interactive, collaborative online way, rather than me standing up in front of a group somewhere. I am actively trying to work myself out of work!

With an upcoming trip to Ecuador, I am working through a free online course (Duolingo) to teach me Spanish. If I move there, I may enroll in a language school taught by an actual person to really get a hang of the nuances and idioms, but the basic stuff is pretty easy to learn online. And there are lot of impacts on people and performance when training can be designed by computer without a lot of input from people and delivered instantaneously over mobile devices on demand.

So, the question becomes what tasks and activities can people continue to do, with the assistance of these computing machines and this newfound intelligence? Where will people continue to be important for production and performance?

The most common job these days is truck driver — there are about 2.9 million people moving trucks from one place to another and getting paid for their efforts. But rapid advancement in “self-driving automobiles” is finding that machines may be better at inputting data and making decisions than people. They respond faster, have better sensory input, process information a lot more effectively and they do not get drunk or distracted by kids in the back seat or pretty girls or handsome guys on the sidewalk. They can share data and make predictions and basically operate a lot more efficiently. And we are just beginning to use this technology; it will get better and better and will be totally different in 10 years than it is right now — and right now, it is pretty good.

When do we let computers do the surgical interventions on people rather than human doctors, who are subject to nervous movement and distractions and who do not – even now – have anything like the control of small movements that can be accomplished with robotics? They can perform with precision and can work 24 hours a day.

Where is human judgement going to be more valuable than that of the computer information processing on the data that is collected?

Colvin focuses on the key issue of empathy.

Maybe our training and organizational development activities need to focus a lot more on that kind of social interaction quality?

Me, I am going to continue to work in the areas of teamwork, collaboration, engagement and innovation using my teambuilding games and my LEGO and line art Square Wheels themes. We will use learning technologies to make the materials more accessible and to deliver some of the training, such as our plans with our basic supervisor facilitation training using the cartoons to generate ideas and involvement. I want to improve the quality of the interactions between people as a way of improving performance and even generating more workplace happiness.

As Colvin says, “Being a great performer is becoming less about what you know and more about what you’re like.”

Interesting stuff,

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s quips and quotes on Poems on The Workplace is here.

Square Wheels® is a registered trademark of Performance Management Co.
LEGO® is a trademark of The LEGO Group

 

Teambuilding and Schools – Issues of Design, Alignment and Collaboration

One of my newer customers just asked me to send him, “the debriefing that works with schools,” since my writings in the support materials for our team building exercise, The Search for The Lost Dutchman’s Gold Mine, has been used very successfully in that context over the years.

But, THE debriefing does not exist in my materials in any real sense, nor is it in my head. Let me explain…

I have personally delivered programs to colleges as well as organizations like the Singapore Ministry of Education (a purchaser of the exercise), the Hong Kong Education Ministry, and with senior teaching faculty in Trinidad and Tobago (man, that was a fun trip!). We have a bunch of colleges using this with students, too. And, we have run the exercise for a number of public schools (faculty, staff and parents) with excellent outcomes, commitments for change, and impacts on alignment and teamwork. I also formally suggest that any owner of the game consider using this program with schools in their area, pro bono.

Our schools need all the help they can get to develop a collaborative, motivated staff with parental support.

But all we can do with the exercise is set the stage for people to change their own behavior or support the behavior of others on their team. And this obviously works best when the discussions in the debriefing tie in tightly to the desired overall behaviors and outcomes.

So, there is no canned “debriefing for schools,” even though they are all pretty similar to each other and to business organizations. (Apparently, I did say that there was such a powerpoint file in some of my writings, but I looked and found that it was last updated in 2006!) But, these days, I do NOT boilerplate any of my debriefings, preferring to use a process like this for their development from my master file of debriefing questions and images:

I follow and anchor to their overall framework for their specific desired outcomes:

  • What do the leadership of the organization want to accomplish from this session? What changes would they like to see, and what behaviors might be different?
  • What existing frameworks should be anchored to? What things have been done successfully in the past that are viewed as positive? What other training or discussions have they had around these issues that we need to use within our followup?

And from that thinking and related discussions with the leadership of the school (including, if possible, both parents and administration and teachers), we can build an effective program. The goal is to generate change and improvement.

One session I did (from that 2006 powerpoint series) had me construct slides focused on a leadership model that the school’s District leadership were using and talking about. It started with these keys to success:

ideas around The Search for the Lost Dutchman's Gold Mine teambuilding

…and it had these individual components involved:

ideas around The Search for The Lost Dutchman's Gold Mine teambuilding

So we had the tabletops discuss these kinds of frameworks for implementing, with tables sharing their key discussion ideas and the group forming up into some implementation teams for scheduled followup meetings with the school leadership. We tried to keep things within the normal scheme of how they operated, instead of adding some additional mechanisms that would probably fail to be sustainable over time.

ideas around The Search for the Lost Dutchman's Gold Mine teambuilding

As you would do for the development of any solid debriefing for an organization, you would first want to clearly define those issues that you needed tabletops to talk about, those issues that could be resolved if people made different choices. In so many organizations, and especially our schools, the factions of teachers, administration and parents are generally not on the same page; each has different interests when you get into specific desired outcomes. Only through alignment to some shared vision of the future can you pull things together.

To expect collaboration in an environment with different groups of people each desiring different outcomes is simply silly and bordering on malfeasance. What you will see is competition for perceived (and actual) scarce resources, which will not invite teamwork or organizational excellence. What you need to do is have people make different choices focused on shared goals.

In business, you tend to have financial and service goals driving behavior. Those are often clearly defined and it is only the operational goals between departments that generate competition and sub-optimization. In schools, the measurements tend NOT to be nearly as clear, even though there is so much measurement and testing going on. The measures do not generate collaboration about the factions and are used more like hammers than glue. Collaboration among the teachers is more the exception than a shared organizational reality.

This teambuilding simulation is simply a great tool to generate a lot of behavior that can then be discussed in connection to the desired outcomes of the school and the players. It provides a useful context to talk about the optimizing effects of collaboration versus the often sub-optimizing and debilitating impacts of competition. Our world tends to set people against each other to see who succeeds, a behavior that makes less and less sense when the sharing of best practices and the mutual peer support can be so motivational and impactful.

We need to create more of a focus on a learning organization, one that openly shares ideas and discusses possibilities.

If you are interested in talking more about these ideas, give me a call,

For the FUN of It!

Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on themes of People and Performance is here.

Square Wheels® is a registered trademark of
Performance Management Company

Amazing Continuous Improvement from Debriefing

One of my new customers is Novartis, who used my Lost Dutchman’s Gold Mine exercise with their scientists to look at issues of improving teamwork and collaboration and innovation successes. Two trainers and I talked on the phone for over an hour, debriefing some of the things they saw and framing up future deliveries around different desired outcomes. There are lots of possibilities around how to build the game into their existing team building courses as well as to look for ways to impact more of the interdepartmental issues.

Frankly, I absolutely love those kinds of conversations, since they often generate things that I might clarify better in the game’s instructional overview materials as well as new ways to frame ideas.

I wrote about how clients innovated the game in other blogs. INPO reframed the Best Practice metaphor of the TurboCharger to better emphasize the strategic planning theme for their desired outcomes, for example. And they also turned me on to the basic benefit of having a designated Devil’s Advocate to help an organization see other sides of the issues to improve implementation.

We’ve been playing with the design of Dutchman for over 20 years now and the metaphors in the design are pretty well-polished. One of the metaphors ties into planning and resource management issue. (You can find a detailed blog about issues of planning and optimizing here.)

As part of their resources, we make a Spare Tire available, with the storyline that it helps protect their vehicles against “Ice Shards,” sharp spikes of ice that can damage their tires. They are also told that, “Ice Shards are very rare.”

The reality is that Ice Shards never occur, and that the cost of that Spare Tire is the same as the cost of resources to manage one day in the Mine. Having a Spare Tire then actually costs them a full day of mining gold, since their resources are, in fact, “sufficient but limited.”

We also play with a FAKE Arctic Blast on Day 17. Teams can discover that there will be TWO Arctic Blasts that occur in the middle of the game. These cost the teams extra resources, which is no big deal if you plan for these to occur. With me tossing in that FAKE extra one on Day 17, nearly every team would run out of resources and die. They simply do not have sufficient cards to get back.

The idea I got from Jessica and Natasha was that I could add Ice Shards to that fake Arctic Blast, at least temporarily making a team feel that having that Spare Tire was a benefit. That feeling would be short-lived, though, as the Just Kidding words scrolled onto that slide, but it would also add a tidbit more to the potential discussions around strategic planning and resource management and similar.

The insight is that ideas for improvement are ongoing. One might think that, after 20+ years of designing and refining something that you would have taken care of all the different possibilities. But no, there are always new ideas and new ways of doing things. And work in the real world has even more of these, if we simply open our eyes and listen with both ears.

So, I share this idea for our existing LDGM customers who can email me and ask for this updated slide (or create your own in the powerpoints). And, I share this thought for those of you who are looking for a Most Excellent experiential team building exercise, one that focuses on collaboration between teams and that works with any size group.

(In this blog post, I get into a number of nuanced delivery ideas.)

You can see a bunch of our user testimonials in this slideshare program

LDGM Testimonial bubble Advantage Bank 100

Let us know if we can help your organization in any way. Our tools are simple to use and highly effective and you will find our pricing to be really reasonable.

Rent The Lost Dutchman's Gold Mine team building game

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s quips and quotes on Poems on The Workplace is here.

Teams, Teaming and Teamworking

There have been a number of articles around the idea that teamwork does not work to improve organizational performance. Teambuilding is seen as a complicated and expensive endeavor that does not pay off.

And I can see why people might say that, given some of the team bonding kinds of activities that many people label “teambuilding.” Just because people are active in some activity does not mean that their actions will actually improve organizational performance or increase collaboration. Team BONDING is not team BUILDING, not by a long shot.

If you follow #baaadteambuilding through google or twitter searching, you can see some of the things that a few of us working with team building tools have found SO bad as to deserve special tracking in twitter.

  • A “Bubble Bounce” in which everyone bundles up in bubble wrap to bounce off the floor and walls?
  • A PediCab tour of a city (good if everyone is physically fit and not handicapped, maybe, but what about the disabled)?
  • Pub Crawling (as if the people might not embarrass themselves or do something really stupid on what is legally company time), or (seriously)
  • Pin the Tail on the Donkey?

Team building should have impacts on actual workplace behavior, framing up innovation or change or collaboration. It should be focused on observable improvements, generating the commitment to change, and maybe even have some measurable impacts on results. It should not be viewed as “fun and games” or as social networking. Those might be nice to do, but hard to use for measuring a return on investment.

Hey! I will admit a vested interest in the issue, since I design and sell interactive exercises focused on issues of engagement and collaboration between teams. But there IS a lot of crap “training” out there calling itself teamwork — my particular pet peeves are things like Firewalking, Paintball and High Ropes courses. There are lots of similar “training events” that have few links to issues of people working together, interacting to define things to improve, collaborating to fix problems, etc.

Golf as team building? Sorry. Sure, golfers are known as great teammates and team play in golf all about working together for shared results. (Not!). Maybe when the players are boozing it up at the 19th hole or doing that pub-crawl thing, but not during play of the game, most certainly. Heck, you are not even supposed to talk much of the time!

Bowling? Maybe.
Cooking? Maybe.
Darts? (NO!)
Cat Bathing? (just kidding on that one…)

And, just now in twitter, I see where a company is offering up, “Ireland’s largest inflatable obstacle course, The Big Daddy.” Seriously, we are supposed to believe that bouncing through some inflatable challenge course is going to make us work together #morebetterfaster ? Sure, that might be fun, but I am guessing they don’t want obese people, pregnant women, wheelchairs, or people who carry knives and swords. But, like go-kart racing, it is framed as teambuilding.

Too many people ride as cowboys in their organizations. There are too many workplaces that reward individual performance and then expect people to work together and collaborate. In so many organizations, with lots of research supporting this, many of the people are not engaged. One should not expect much in the way of collaboration from those people who really do not care about their workplace or about shared results.

But we can motivate people in our organizations and workgroups. People want to work together if the situation can support it, and they want to feel successful and not be scared by the risks of performing.

Motivate people through success

In high performing workplaces, you will also see a collaborative culture where people work together to handle issues and solve problems. Granted, that approach may not work too well in places like Real Estate, Mortgage Lending or Stock Market sales, but we do see a strong need for collaboration and commitment where things like production or product design or customer service come into play.

Take any group of people, give them some common goals, measure them on shared performance, and allow them the ability to help each other and you have the basics for a workplace situation where teamwork will arise. Then, do some activity that demonstrates the benefit of collaboration on the overall results — something like, The Search for The Lost Dutchman’s Gold Mine.”

Then, debrief that activity and discuss the choices that people made along with the choices they COULD have made, link it to the issues they see in their own workplace, and allow them to make commitments to each other (peer support) and you are highly likely to see improvement (if there is a bit of followup after the session).

Think of all the activities that we engage in where real teamwork is absolutely essential to accomplishment.

And esprit de corps is most certainly higher in those places where people are involved and engaged and working together toward common goals.

Celebration plane color green

Teamwork not work? I don’t think so. Teamwork is ALL about group performance. And improvement is a continuous activity requiring visible support from the management team.

Sure, individuals can excel, but only through collaboration and engagement and motivation can we get a group of people to high levels of accomplishment and performance that they can celebrate and then continue to impact.

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant. 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: http://pinterest.com/scottsimmerman/

 

More Better Faster – Thoughts on collecting ideas for improvement with #morebetterfaster

There are a LOT of really good ideas out there focused on personal and organizational performance improvement. Some are thoughts about coaching other people or ideas around the concept of flow. There are many different collections of ideas about what best performers do differently such as these ideas from Dan Rockwell along with many other good thinkers.

There are instructional videos on a wide variety of personal improvement approaches and so many other resources. There are great videos on motivating people and generating teamwork and performance improvement like the TedX ones as well as YouTube.

So, I thought that I would start a hashtag collection using

#morebetterfaster

and twitter to see if we might generate a useful collection of ideas, articles, themes, tools, etc. Want to contribute?

square wheels lego image by scott simmerman

Feel free to pop in some twitter ideas with the hashtag, #morebetterfaster, and let’s see if we can make something useful.

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s quips and quotes on Poems on The Workplace is here.

Square Wheels® is a registered trademark of Performance Management Co.
LEGO® is a trademark of The LEGO Group

How Square Wheels stop The North Korea Leadership Style in any company

The North Korea Leadership Style? You know, The Dictatorship. The cultures where The BOSS * tells people what to do because they know best, expecting people to simply follow along wholeheartedly.

It’s that style that Jim Clifton, CEO of Gallup was probably thinking of when he said that his data supported getting rid of “The Managers from Hell” and generating more of the behaviors we see with the top performing ones. (My article here and here and Clifton’s article here)

There is simply a lot of data out there, from a bazillion different sources, showing that supervisors and managers can simply do a better job of facilitation discussions about the workplace and working with their people to define better ways of getting things done. Involvement is so closely linked to engagement and alignment and discussions about issues and opportunities will relieve a lot of the frustration that most people report. If you had a situation where you simply had a better idea that would benefit you and others, wouldn’t you like the opportunity to share that idea and have it listened to by someone who could make a difference?

How would you define Facilitation?

For many people, based on the data, it would seem that a lot of people would liken it to Fear of Public Speaking, something dreadful and dangerous. Asking for ideas from people might open up that can of worms and cause all sorts of issues and problems. So, why would one possibly want to do that? (answer: engagement and motivation).

My own definition of Facilitation would stress that, in Spanish and other languages, facil means “easy” or “requiring little skill.” After all, it is the perception that asking for ideas generates worms and spiders and other creepy crawlies but that is not the reality. ASKING for ideas is really pretty simple.

To facilitate the process of such behavior (linking it to motivation, innovation, and involvement), we have packaged up The Stupidly Simple Square Wheels Facilitation Toolkit.

an engagement toolkit by square wheels guy Scott Simmerman

For $25, you get instructions and explanations, handouts, powerpoints of the concept, and all the tools you need to involve and engage people in helping to step back from the wagon, identify the Square Wheels® and generate round wheels solutions.

Help your leaders to escape from North Korea and move to the sunshine of one of the fine beaches of the world. Get them out of the ditch of despair and up on the road of improvement. It isn’t hard; Just Ask!

a Dr. Seuss poem by Scott Simmerman

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s quips and quotes on Poems on The Workplace is here.

Square Wheels® is a registered trademark of Performance Management Co.
LEGO® is a trademark of The LEGO Group

* By the way, BOSS spelled backwards is self-explanatory…

Best Practices – Performance Shortcuts that need sharing

My thinking for the past 30 years has been about people and performance, about innovation and peer support for change and all that stuff.

In LinkedIn this afternoon, Ingrid Kelada shared an image from Arvin Jayanake that caught my eye since it illustrated so much about how things really work in so many organizations. (I do not know the source for this, even after a search, so please advise if you know the ownership.)

shortcut

If you have spent any time on a college campus, you have seen this reality.

The best way to build drainage for a new road is to build the road and then watch how it floods… THEN, build the drainage. A desk is a dangerous place from which to view the world, especially when you are trying to generate optimal performance and “control behavior.” Do what works best; design from that perspective.

It is the same thing in organizations. The best way to operate is the best way to operate!

In reality, lots of organizations REALLY operate like the illustration above, with the exemplary performers using the shortcuts and doing things differently (to generate the exemplary results) and the average performers using the walkways like they were trained. We see these Best Practice paths everywhere, but a typical HR or management response to this situation is to build the wall across the shortcut!

My approach says that we simply need to step back from the wagon and look at how things are really working, finding those square pathways that can be improved in some way so that more people can operate more effectively. It looks like this when the top performers can get the attention of leadership:

Square Wheels and teambuilding games by Scott Simmerman

Don’t Just DO Something, Stand There! Those best practice ideas already exist and we simply need to take the time to share some of them with the people who are pushing the wagons forward.

POEMS For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s quips and quotes on Poems on The Workplace is here.

Square Wheels® is a registered trademark of Performance Management Co.
LEGO® is a trademark of The LEGO Group

We just released our new toolkit for improving organizational communications. Check it out:

an engagement toolkit by square wheels guy Scott Simmerman

 

 

A "Stupidly Simple" Square Wheels Facilitation Toolkit

I just uploaded a new and improved engagement toolkit, wrapped around using my Square Wheels image. I include both the LEGO as well as the line-art versions of the images.

For $25, you get the powerpoints, handouts, instructions and ideas on how to share the image and generate involvement around ideas for improving the workplace. You also get me, since I continue to support the work personally, so you can email me questions or thoughts about how to optimize results using these tools.

an engagement toolkit by square wheels guy Scott Simmerman

You get worksheets and handouts and posters, the tools to both get things started and keep the wheels turning:

the worksheet handout for engagement of ideas

handout for supporting engagement and involvement

These are great tools and simple to use.  They easily link to innovation and creativity initiatives and also work for improving teamwork and communications. Since leadership is also about teambuilding and alignment, you will find this approach to be simply effective,

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s quips and quotes on Poems on The Workplace is here.

Square Wheels® is a registered trademark of Performance Management Co.
LEGO® is a trademark of The LEGO Group

Stupidly Simple Thoughts on Employee Engagement

It took me about two seconds to come up with the title for this post, after looking at a number of different posts around ideas for engagement and ideas for improving performance this morning. I put up a couple of things on my scoop.it page on Employee Engagement and I was completing a chapter for a book, so some thinking around the issue was fresh.

the scoop.it page of scott simmermanThere is a lot of writing around what to do and how well things are working. Generally, the information provided by Gallup and Sirota and others suggests that little is actually improving. It begs the question, why not.

My belief is simple: there is not enough effective communications going on between the supervisor and the workers. There is not enough alignment to visions and goals and expectations, not enough or sufficient performance feedback (and I do not mean coaching here — see this analysis) and there is not nearly enough listening or asking questions by the management team.

So, why not?

• Is it task interference? Do the supervisors simply have too little time to devote to listening about issues and opportunities?

• Is it an actual lack of employee interest in what is going on in their workplace?

• Is it the reality of measurement, and that workers just do not have the scheduled time available to them to be in meetings with their boss?

• Is it somehow related to the overall training and development goals of the organization, in that these meetings should be produced and directed by the people in Training and Development or HR and that developmental and coaching discussions with people are not the role of the managers?

• Is it a disconnect between the manager and the supervisor when it comes to themes of productivity and employee retention and performance levels?

I am not really sure, but I do know that the opportunity for improvement absolutely exists and that it IS relatively easy to involve and engage people and get their ideas about workplace improvement and job performance skills and techniques. And I know that we can improve real teamwork and collaboration with this same approach.

Let me illustrate with two simple thoughts, expressed through my Square Wheels® theme and thinking:

Square Wheels illustration about playing with ideas

and then there is this reality:

square wheels illustration on supporting change

Is this really so HARD to accomplish? Aren’t you pretty sure that people have ideas for improvement and will share those ideas in a meeting and discussion? Sure, if the workplace has a poor history of engagement and innovation (“bad managers” abound, the research suggests), you should expect some initial venting of frustration. But most people DO have positive intentions and DO want to have a positive impact on things. They get intrinsic motivation from doing things successfully.

Implementing Round Wheels in a Square Wheels World is not all that difficult to accomplish.

If you don’t believe it, go ask somebody!

And if you are looking for a simple tool to better involve and engage, we just uploaded the new “Stupidly Simple Square Wheels Toolkit” on our website – $25 with instructions and tools.

an engagement toolkit by square wheels guy Scott Simmerman

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s quips and quotes on Poems on The Workplace is here.

Square Wheels® is a registered trademark of Performance Management Co.
LEGO® is a trademark of The LEGO Group

 

 

 

 

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